destination impacts Archives - Solimar International

DMOs destination management planning across many maps

Why DMOs must be about Management, not just Marketing

Written by Veronic Santapa on October 11, 2022. Posted in Blog.

DMOs are crucial organizations within the tourism industry. They were primarily established to promote destinations. However, with the rapid growth of tourism, the need for its sustainability and management of the sector eventually emerged. Therefore, whether DMOs should focus only on marketing or broaden their activities and be a management organization is part of the future agenda. At Solimar, we have seen time and time again why the M in DMO must also be about destination management, and not just destination marketing.

Let’s define what a DMO is, what roles they fulfill within a destination, and find out why these roles are mostly related to the management of the destination:

What is a DMO?

DMO stands for Destination Marketing/Management Organization. At times, the role of a DMO is mistakenly perceived to be limited to the marketing efforts, but in reality, DMOs contribute majorly to the development aspects of a destination too. Effectively, the UNWTO defines it as “the leading organizational entity which may encompass the various authorities, stakeholders, and professionals and facilitates partnerships towards a collective destination vision”. Thus, DMOs are not only about marketing, but also about management. But what do DMOs manage exactly?

Why are DMOs important?

Originally DMOs were established to competitively market the destinations by image-making, branding, and advertising what a place has to offer to tourists. However, in order for a destination to be successful, applying good marketing strategies or setting up an outstanding promotional campaign is no longer enough. Strategic management of the destination is also extremely important. Thus, it is clear that for the future of more sustainable tourism, DMOs must take the lead, as they hold the skills and the knowledge to support the destination through the management of tourism activities. Additionally, they have the ability and the tools to monitor the destination’s performance, allowing them to create the most suitable and sustainable approach to destination development.

To effectively manage a destination, DMOs should:

Manage the variety of different stakeholders involved in tourism. This is also connected to the creation of a common website platform, where stakeholders can engage and contribute to the destination’s development
Consult visitor-related sectors, namely, accommodation, food and other services related to tourism. To this regard, DMOs also facilitate the introduction of quality standards in service
Help communities become more visible. Developed and advanced communities raise the sense of pride among their residents
Support local economies
Encourage sustainable development of tourism

As shown, apart from marketing and brand image creation, DMOs can truly contribute to developing sustainable destinations.

What is destination management?

DMOs are vital for touristic destinations, especially where national or local governments struggle to manage and control all the activities related to tourism. DMOs are especially crucial in the destinations with emerging economies and the tourism sector. The roles of DMOs involve destination development, management of all the available assets and monitoring of the tourism impacts at the destination. DMOs’ ultimate goal is to maintain the destination successful, competitive, and socially and economically developed, and in order to achieve that, it is necessary to create and implement the destination’s development plan.

Destination Development

DMOs’ main role is destination development. Destination development includes a range of different activities, such as marketing efforts, improvement or diversification of tourism products and quality of the services supplied. For DMOs, it is crucial to create a development plan which will lead all the activities in the short or long-term perspective. With the development plan, DMOs set the target goals and indicators for businesses, communication, marketing and product development. All the actions taken by the local stakeholders and the DMO itself should be in line with the destination development plan.

Much of Solimar’s work is oriented on destination development, as many destinations and, consequently, DMOs need facilitation and support at their early stage.

Management and coordination of destination assets

Every destination comprises a variety of resources provided by different organizations, and these resources need to be coordinated accurately to develop a competitive and sustainable tourism offer. The development and maintenance of a tourism destination is a complex process, and it requires a strategy capable of generating and sustaining synergy among all the various elements involved in the sector.

Local stakeholders, entrepreneurs, government, citizens and visitors have their own roles at the destination, and they are all part of the development process. It is the DMO’s prerogative to bring together representatives from each group to establish integrated and regular interactions and collaborations. These collaborations are essential to create the tourism product, the destination strategy, policy and crisis management plans to foster investments and funding and to evaluate the overall destination’s performance. Moreover, DMOs are also expected to provide services related to the improvement of physical and human resources, supply assistance and advice for hospitality and tourism businesses.

Solimar International’s examples of DMO and asset management

Solimar recognizes the value and importance of DMOs – collaborating with them is a key part of many of our projects. But most importantly, we strategically assist destinations where such institutions are inexistent, but are essential for a sustainable tourism development.

For example, in our current project USAID Visit Tunisia, we are supporting the country in differentiating its tourism offer by promoting six lesser known regions in the country. In most cases, tourism in Tunisia is solely managed by the national tourism organization. The lack of regional DMOs compromises these emerging destinations’ possibility to create and implement a tourism strategy and development plan adequate enough to support the emerging destination and its success.

For this reason, Solimar is assisting these destinations by encouraging and facilitating the dialogue between the public and private sector and the local communities at a regional level. Under the guidance of our expert Solimar team, the local stakeholders are collaborating and drafting destination development plans, which they are also using to advocate for a local DMO to be established with the help of the national tourism organization. Through this project, we are also supporting Destination Dahar, the first DMO in the country.

Why DMOs must monitor tourism impacts

As the tourism market and destinations change and evolve, they create an immediate urge of monitoring the impacts created by the tourism activities. This is crucial to evaluate and manage the change and respond to the challenges.

The main goals of monitoring are:

To understand the effects of tourism
To identify improvements or/and challenges. This will help the future planning and response
To enable destinations to remain competitive

Another aim of monitoring is to find out how strategic goals of the destinations are met and measure the main indicators of the destination development. Monitoring impacts helps DMOs collect data on tourism activities. This facilitates the process of analyzing the tourism impacts and coming up with an adequate response, in particular to the most challenging ones. This way DMOs stay responsible, accountable, and fulfill their strategic goals.

DMOs track positive and negative impacts of tourism

Monitoring tourism impacts covers the following main areas: economic, social and environmental. Tourism impacts can be seen as negative and positive. Growing number of visitors positively contributes to the economic growth within the destination. However, it can also cause some threats to the cultural and natural assets of the destination if not managed and controlled properly. For example, in the case of cultural heritage, not well-managed visitor flows can cause damage to the sites.Or in the case of nature, tourism can cause major environmental challenges.

As seen above, monitoring helps DMOs to evaluate tourism impacts and take the appropriate measures. Various projects implemented by Solimar across the globe cover supporting development of DMOs and naturally, this involves facilitating them to acquire different roles, including monitoring the tourism impacts and effectively responding to it. Solimar’s ongoing project Bangladesh Ecotourism and Conservation Alliance envisages supporting one of the most important protected areas – the Sundarbans. With the project, Solimar works to implement a series of interventions in order to improve tourism and natural resources management in the area. One of the outcomes is creating a local DMO, which will unite the private and public sector and contribute to the conservation of the protected areas through sustainable governance.

So, why must DMOs make this shift?

DMOs facilitate the social and economic development of the destinations. This is especially important in the case of societies where tourism and the economy are in their emerging phase. In this process, fulfilling merely a marketing goal is not enough. Through proper management and leadership, DMOs can create inspiring and attractive destinations that will contribute to their socio-economic growth.

Interested in discovering how Solimar can support the management of your destination? Find more information about our services and training courses. And don’t forget to check out more Solimar blog posts to learn everything about the importance of DMOs: here and here.

Blog by Veronica Santapa and Teona Zhuzhunadze

Tourist in sunglasses sits on a boat in Thailand surrounded by trees and nature

How Can Tourism Be Regenerative?

Written by Chloe King on March 1, 2022. Posted in Blog, Uncategorized.

Last year, Solimar International’s Director of Conservation & Community Development, Chloe King, conducted a first-of-its-kind study of 30 tourism operators around the world. These tourism businesses—ranging from Destination Management Organizations to community-based homestay networks to high-end eco-lodges—were assessed via in-depth interviews and surveys to understand how centering nature within their business models enabled them to shift from “sustainable” to “regenerative” tourism practices. Led alongside researchers at the University of Edinburgh in the United Kingdom, this study did not seek to define what regenerative tourism is, but rather how tourism can be more regenerative by embracing nature as the solution. While “regenerative tourism” seems to be the latest buzzword in the industry, this study sought to ground our aspirations as an industry with practical examples from around the world.

Realigning Our Values with People and Nature

In 2022, our society—and the tourism industry embedded within it—is at a crossroads. The COVID-19 pandemic, once expected to bring about a sweeping “green” transformation of our economy, has failed to catalyze this transition, while further deepening inequality across the globe. As vaccine access remains unevenly distributed across the world, travelers from the Global North feel secure in their ability to travel to the Global South for a vacation, assured in the fact that their visits bring economic opportunities to those who may otherwise lack them. Meanwhile, carbon dioxide emissions worldwide—following a temporary steep drop in 2020—have rebounded, alongside the tourism industry that contributes an estimated 8% of global emissions each year.

Tourism is both a place-based and global industry: it has hyper-local impacts (providing job opportunities to local people) with global ramifications (contributing to climate breakdown that limits the ability of the same communities to adapt and secure a just future). In a stark illustration of this juxtaposition, a recent study found that each Antarctic tourist effectively responsible for melting 83 tonnes of snow. For too long, we have justified these impacts through the economic benefits that the tourism industry brings, once responsible for employing 1 in 10 people globally.

Two elephants crossing a road in a safari park — Less than .5% of the total annual tourism turnover is needed to fund a global network of protected areas. However, emissions from tourism significantly contribute to climate change impacts in the same destinations.

Tourism must begin to fundamentally realign itself with the people and nature it claims to serve, to both rectify the impact it has on our global climate while driving more than just economic gains in the destinations in which it operates. Tourism is more than just money: it can be an opportunity to protect nature and demonstrate its intrinsic value; it can bring people together towards a common vision, such as through the establishment of a DMO; it can build social bonds, bridge cultures, and raise awareness; and it can bring greater agency to local communities, to bring the life they aspire for into existence.

Regenerative tourism has the potential to transform how we value the act of tourism in itself, beginning a shift from a “visitor economy” to a “resident economy”, where the needs and values of local people are placed above that of temporary visitors. Regenerative tourism seeks to place greater value on nature and human well-being than growth and profit through a whole-of-the-system, place-based, community-led, and environment-centered approach. These regenerative practices can also help to reconcile tourism’s impact on climate with its positive impact on place, by both increasing industry responsibility for reducing emissions while helping communities adapt to climate change impacts that are already underway.

The research we conducted, through in-depth interviews with 30 tourism operators around the globe, shows how this shift is possible.

Embracing Nature in the Regenerative Shift

A regenerative shift across all sectors of our modern economy—from construction to agriculture to transport—will be essential to addressing both climate breakdown and the destruction of wildlife across the globe. This past decade saw the hottest temperatures on record as more species of plants and animals were threatened with extinction than any other time in human history. The research is clear that from ocean to alpine forest—our global ecosystems that collectively absorb 56% of all human emissions each year—we cannot address climate change without protecting and restoring nature.

Nature-based solutions—defined as actions that protect, sustainably manage, or restore ecosystems to provide both biodiversity and human well-being benefits—will contribute a significant portion of total emission mitigation needed over the coming years (estimated at 5 to 11.7 GtCO2e per year by 2030). This must happen alongside deep and far-reaching decarbonization of industries like tourism. But the nature-based solutions utilized by the tourism industry do so much more than just absorb emissions from the atmosphere: they can help communities adapt to climate change, like mangrove forests protecting against storm surges; they can diversify business revenue and enhance destination resilience against crises like COVID-19; and they can protect the intrinsic or cultural values of nature that go beyond attempts at economic valuation, such as the traditional significance of a forest or the beauty of whale song.

humpback whale jumping with a nature reserve in the background — When we value both nature and tourism only in economic terms, we bury things that money cannot measure, such as intrinsic or cultural values that destinations carry.

By embracing nature in the regenerative shift, tourism can begin to center local communities and ecosystems in its response to global challenges like climate change. This will require deep and far-ranging discussions with local stakeholders to engage in conversation around what to protect, restore, and let go of as they strive towards a common and just future. Whether using tourism revenue to restore 200,000 hectares of once pristine wilderness or using tourists themselves as citizen scientists to monitor a small path of coral reef near a resort, centering nature will be key to the regenerative shift in actively improving destinations, rather than just sustaining them.

As the economist and Harvard University professor David Korten wrote:

“The only valid purpose of an economy is to serve life. To align the human economy with this purpose, we must learn to live as nature lives, organize as nature organizes, and learn as nature learns guided by reality-based, life-centered, intellectually-sound economics.”

Regenerative Tourism: Seeking Net Positive Impact on Destinations

By quantifying tourism only through its economic impact, we obscure other aspects that money cannot measure, from vibrant intercultural exchanges and friendships to the nature of collaborative partnerships capable of protecting vast ecosystems. The Regenerative Tourism Framework born from this research process seeks to provide a guide for tourism destinations that wish to measure the impact we must begin to achieve, as the planet warms and wildlife is lost at an alarming rate. Each of the Five Principles, which will be expanded upon in an upcoming white paper publication, are inspired by nature-based solutions and seek to guide tourism practitioners in the regenerative shift. The principles echo other research in this space, underscoring that tourism can no longer be “done” to local communities; it must be done “with and for” them.

Regenerative tourism framework with five principles for tourism practitioners, surrounded by the UN Sustainable Development Goal symbols — The Regenerative Tourism Framework, born from an academic study conducted by Chloe King at Solimar International, aims to guide tourism practitioners in their regenerative journey.

In asking how tourism can be regenerative, we are not arguing that tourism practitioners forgo all attempts at sustainability; efforts that reduce negative impacts, such as transitioning to renewable energy, reducing food waste, or recycling products will be essential in achieving the transition we need. Instead, a regenerative mindset requires simply asking the question: When I travel, or when I receive travelers, what can I do to make sure I have a net positive impact on nature and people in the destination?

Simply sustaining our current system will not be enough to address the scale of all that could be lost if we fail to act quickly. Tourism is capable of doing so much more than just providing economic benefits to a destination, and in fact measuring the other ways it positively contributes to place will be essential in building a more resilient and diversified industry. Regenerative tourism asks us to take a step back and see the bigger picture, and the ways in which the health of communities, nature, business, and visitors intertwine.

The COVID-19 crisis has demonstrated that many facets of the modern economy—interconnected borders, international travel, the office workspace—are not permanent features. With crisis comes an opportunity to reimagine tourism as what it can—and must—become.

If you are interested in reading our upcoming publication with the results from this research, including guidelines and examples of the Five Principles within the Regenerative Tourism Framework for tourism practitioners and destinations, please add your email to an announcement list here. A second blog will also later be published summarizing this report.

WE DEVELOP, MANAGE, AND MARKET SUSTAINABLE TOURISM DESTINATIONS

Tag: destination impacts